The document discusses strategies for engaging the next generation of construction workers. It recommends measuring workers' daily production and talents using standardized cost codes and providing immediate feedback. It suggests modeling the measurement system after video games to motivate workers. The document also promotes using mobile technology to give workers daily access to their goals and measurements in order to improve performance and training.

1. Engaging the Next
Generation of
Construction Workers
Measure them daily and provide daily feedback

2. The Next Generation want to be INFORMED!
▪ Need Immediate results.
▪ Highly tech savvy.
▪ Want to see the goals and skills needed to succeed DAILY.
▪ Want superiors to teach, not dictate.
▪ Motivated with small rewards more often that are connected to
DAILY achievements.
All of the above are goals for any Xbox or similar games, model the
measuring system based on these games, faced paced and immediate!

3. Measuring the Next Generations Production
▪ Make sure all field workers understand it.
▪ Make sure every employee sees it DAILY. The best opportunity is when they
input their time. Do not have superiors entering and submitting
subordinates time. Trust them, but be prepared to teach them.
▪ Be careful, too many cost codes will confuse and be difficult to maintain
accuracy and timeliness in the collection and training process.
▪ Standardized the cost codes, always uses the same number and description
on every project. Never change the codes or descriptions. Put a lot of
thought and planning in setting up and standardizing the cost codes before
starting.
▪ Use Phases to reduce the size of the cost codes quantity to be measured
and match the sequencing or schedule of the project. This could be floors,
buildings, areas, etc.

4. Measuring the Next Generations Talent
▪ For each and every cost code, establish a Standardized set of Talents
required to perform each cost code. Along with the talent, establish
a Standardized time frame that is normal for completing the possible
experiences needed to retain and possess the talent.
▪ Each cost code should only have between 5-10 talents maximum.
These should be the key talents needed to be productive and quality
minded.
▪ Measure each employees talents DAILY, the superiors that are
training the Next Generation need to be non-subjective and respond
with 5 choices. 1. Don’t know it, 2. Somewhat know it, 3. Know it but
still need supervision, 4. Know it and do not require supervision, 5.
Know it and can Train it!

5. Use Technology
▪ The web is the best way to connect by
using their smart phones to access the
goals DAILY by inputting their time and
seeing the results immediately Every
Day! www.paycrew.com
▪ Production that is being hit is in Green
and Red if it is not.
▪ Prior to starting the project establish
the days to complete each cost code
and crew size needed. Compare goal to
results DAILY.

6. Use Technology
▪ Approval can be based on the non-subjective
assessments of each
employees talents completed DAILY.
▪ Recording of any “targeted” problem
areas of improvement. (i.e. Safety,
Tardy, etc…)
▪ Trust is gained by informing the
employee of any changes to their time
ticket and measurements immediately
via a text messaging system.

7. Use Technology
▪ Everyone is focused on the same
(Standardized) measuring system and
can look at everyone’s results at any
time and drill down to individual cost
codes.
▪ Everyone helps in keeping the system
accurate and timely (Daily)
▪ Gains or losses can be noted and
everyone can work to celebrate or focus
on solutions to get back on track.

8. Use Technology
▪ Each employee can monitor the hours they
have worked in each cost code and the
training or time experience need to
advance within the company.
▪ Training obtained can be shown daily, such
as 10 hr. OSHA, 30 hr. OSHA, First Aid, CPR,
Competent Person, etc.
▪ The management assigns a talent
assessment person to monitor each
employee and discusses with their
superiors and each employee to ensure
non-subjective results and focus on training
for advancement.

9. Payroll Services
▪ We interface the budgets to processing your weekly payroll to
present employees with daily production data.
▪ Creating the timecards to match the required format of the
accounting systems requirements for input. Simply import the time
card transactions into the accounting system. All the proper cost
codes, phases and approvals are completed in the web interface.
Less payroll personal are required to complete weekly payroll. They
could be re-assigned to Talent goals, objectives and communication
of all of the employees!

10. PayCrew History
▪ 1st version was created and rolled out on Dec 1st, 1999.
▪ Mobile version was implemented Jan. 31st, 2013.
▪ Steve Garber & Lee Clark have been committed to connecting each and
every employee to advance their training and provide a fun culture that
everyone trusts and grows in, since 1989.
▪ Committed to establishing “Standards” for all sub trades that produce a
measuring system that will provide the employee with a factual history of
their Career Path in the construction industry that can be use to obtain
employment based on same standardization of the factual history of
previous employers.
▪ Committed to establishing a “Historical Database” for use by estimators
during takeoff of future projects to provide factual, obtainable results that
will be taught at the college level.

11. Contact Information
▪ Steve Garber
– Ph. 912-308-9330
– steve@Gocorp.co
▪ Lee A. Clark
– Ph. 864-404-8510
– lee@Gocorp.co
▪ Website
– www.paycrew.com